Bad actors in integration: how to identify & deal with

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    Beau White
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    A friend of mine and I were discussing an integration he was involved with in the pharmaceutical industry, and he described an integration leader, who characterized the integration of the two entities as a takeover, while all other indications from leadership signaled it was an integration. When a key integration leader or key stakeholder goes against the goal of an integration project and exacerbates fears of the acquired organization, how would you deal with it? Does anyone have an example of where this transpired and how did you deal with it?

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